Greenways

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good.

This meant people’s needs were met through good organisation and delivery.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People were able to take part in a variety of activities based on their likes and preferences. This included activities such as horse riding, attending the gym, swimming, trampolining and in-house activities such as arts and crafts. Relatives echoed this, with one saying, “[Person] gets out a lot and doing swimming, she goes on walks and does music. It’s all encouraged at Greenways.” Another relative said, “He does group activities, but he can go off to do something on his own if he wants and given the choice.

People had personalised activities available to them. During our night inspection visit 2 people returned late in the evening from a swimming session. Staff rotas and allocation meant people had the flexibility to engage with activities in the community in the evening.

People’s rooms were decorated to meet their preferences and display their individual character. This was done by pictures and posters of likes or hobbies on their walls, soft toys and pictures of loved ones on display.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Hospital passports were in place. These are a summary record of people’s needs that can be taken with them when they move into an emergency setting such as hospital. This allowed staff that may be unfamiliar with people to know how to best support them.

People’s keyworkers were involved in reviews of their care plans. The registered manager told us, “All the staff are working with the support plans. After the last inspection we reviewed all the care plans. They key workers sat in on those reviews. If they notice anything they’ll come to us so we can escalate it appropriately.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

We observed easy read documents around the service to guide people on different processes, such as how to raise a complaint. This gave people information they may need in a format they could use.

Newsletters were produced for people by the provider. These involved information on what people had been up to at both Greenways and at the other provider’s services too. There was a section to celebrates people’s birthdays, to award a ‘client of the month’ for achieving important individual goals, and information around theme days coming up. The format was engaging for people and included a wordsearch and colouring section.

Relatives told us they were also kept informed in dealings within the service. One relative told us, “They do send me some letters and keep me informed of any changes.” Another relative said, “I have a very good rapport with all staff, and I’m informed if anything happens. I’m informed if he has any issues.”

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People were involved in staff meetings if they wanted to be and had regular opportunities throughout the day to give feedback about their care. Relatives were also encouraged to be involved in their family member’s care and provide feedback, which was mostly done through open and honest communication channels with staff. A relative said, “I am fully involved. They will pick me up and take me with [person] to his psychiatry appointment.”

The service had not received any recent complaints. However, we did view multiple compliments and praise that had been received from relatives. One of them read, “Just wanted to say a massive thank you to you and your staff for organising [person’s] party. He thoroughly enjoyed it, and the food was great.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The provider had ensured systems were in place to ensure people could access emergency care and support in a way that met their wellbeing needs. The registered manager told us, “We have a direct line to the liaison acute nurse at the hospital, so we let them know if a person is coming, we also have the hospital passport too. They provide a bespoke service for young people with learning disabilities. They provide a quiet room in AE. When they call us to book an appointment, they ask us what their needs are. We tell them and sometimes they will extend the appointment time from 5 to 15 minutes.” This ensured people’s anxieties could be managed whist still allowing them to receive any medical care they may require.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff responded and adapted to a person’s change in needs to ensure opportunities and experiences were still available to them. Staff told us how one person’s sensory needs had changed suddenly which had caused anxiety when accessing the community. A senior carer who had worked with the person for over a decade worked hard to build the person’s confidence. This led to the staff member being able to organise a sensory adapted bike riding session with a tricycle in a local park, which the person had thoroughly enjoyed and had continued to attend sessions. The registered manager also confirmed, “Blind (a local visual impairment charity) came out when his eyesight started to deteriorate suddenly to get aids in place for him.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The deputy manager has sensitively approached difficult conversations with relatives about their wishes for their loved one’s end of life. This had been recognised by the provider, who had used his approach when contacting relatives at its other services. End of life care plans included information about advanced decisions as well as end of life care, such as whether any Do Not Attempt Resuscitation (DNAR) documents were in place. This informs medical professionals if they should carry out CardiopulmonaryResuscitation (CPR) if a person was to stop breathing.